Wayne Ting

But suddenly what we thought was maybe six months of runway was like 20 days of runway because all of our revenues went away. You still have a lot of your costs, right? We have warehouse costs, we have employees on the payroll. So suddenly you had all these costs and then your revenue went away completely.

And we needed to raise emergency funding to get through COVID at a moment where I would say transportation, so much was unknown in the beginning of 2020. And transportation was not the sexiest place to put your money going into COVID, given all the uncertainty.

And we needed to raise emergency funding to get through COVID at a moment where I would say transportation, so much was unknown in the beginning of 2020. And transportation was not the sexiest place to put your money going into COVID, given all the uncertainty.

And we needed to raise emergency funding to get through COVID at a moment where I would say transportation, so much was unknown in the beginning of 2020. And transportation was not the sexiest place to put your money going into COVID, given all the uncertainty.

This is also where I would really give Dara a lot of credit because we went to Uber and Uber at the time owned and operated their own micromobility business called Jump. I pitched Dara this idea of letting them sell Jump to us so we can bring the two businesses together, take out costs, and then we can be the micromobility option on Uber. And to Dara's credit, he led the round.

This is also where I would really give Dara a lot of credit because we went to Uber and Uber at the time owned and operated their own micromobility business called Jump. I pitched Dara this idea of letting them sell Jump to us so we can bring the two businesses together, take out costs, and then we can be the micromobility option on Uber. And to Dara's credit, he led the round.

This is also where I would really give Dara a lot of credit because we went to Uber and Uber at the time owned and operated their own micromobility business called Jump. I pitched Dara this idea of letting them sell Jump to us so we can bring the two businesses together, take out costs, and then we can be the micromobility option on Uber. And to Dara's credit, he led the round.

And through that round, I became CEO. So I became CEO after COVID had started when this round came together. How much did Uber invest in that round? I think the total round was $140 million.

And through that round, I became CEO. So I became CEO after COVID had started when this round came together. How much did Uber invest in that round? I think the total round was $140 million.

And through that round, I became CEO. So I became CEO after COVID had started when this round came together. How much did Uber invest in that round? I think the total round was $140 million.

Not all of it was from Uber. In fact, I think less than half is from Uber.

Not all of it was from Uber. In fact, I think less than half is from Uber.

Not all of it was from Uber. In fact, I think less than half is from Uber.

Take me to that. The hardest part is you're trying to learn how to be a CEO. You're trying to build your own credibility with the team, but we didn't have floors to walk, meetings to sit in on. And as you want to demonstrate progress quickly, but I would say to the credit of the leadership team, I think that the leadership team that Brad and Toby built was quite strong.

Take me to that. The hardest part is you're trying to learn how to be a CEO. You're trying to build your own credibility with the team, but we didn't have floors to walk, meetings to sit in on. And as you want to demonstrate progress quickly, but I would say to the credit of the leadership team, I think that the leadership team that Brad and Toby built was quite strong.

Take me to that. The hardest part is you're trying to learn how to be a CEO. You're trying to build your own credibility with the team, but we didn't have floors to walk, meetings to sit in on. And as you want to demonstrate progress quickly, but I would say to the credit of the leadership team, I think that the leadership team that Brad and Toby built was quite strong.

And a lot of them did leave the company because it wasn't clear where Lyme was going. But I have a lot of respect for the people who stayed, who gave me a chance, who took a chance on me. We met every single day for an hour. Every day we wake up, we kick off a Zoom meeting with the entire executive team. And it was just all the problems we're facing in the world. Let's put it out on the table.

And a lot of them did leave the company because it wasn't clear where Lyme was going. But I have a lot of respect for the people who stayed, who gave me a chance, who took a chance on me. We met every single day for an hour. Every day we wake up, we kick off a Zoom meeting with the entire executive team. And it was just all the problems we're facing in the world. Let's put it out on the table.

And a lot of them did leave the company because it wasn't clear where Lyme was going. But I have a lot of respect for the people who stayed, who gave me a chance, who took a chance on me. We met every single day for an hour. Every day we wake up, we kick off a Zoom meeting with the entire executive team. And it was just all the problems we're facing in the world. Let's put it out on the table.

I think in a crisis, you want to make sure information is flowing, that people are honest. I can't help you solve something that I don't know exists. So information flow and creating a trust-based relationship with the executive team was super important in those early months. And I remember we met every single day for an hour for months.